The Future of Electrification Conference returns for its third year
ZAPI GROUP drives discussions on achieving an All-Electric Reality with industry experts and futurist Stefan Hyttfors ZAPI GROUP, a global provider in vehicle electrification, announced the 2024 dates of its Future of Electrification virtual conference taking place on February 7-8, 2024. Following the success of the first two years, the conference will bring together industry leaders and experts in industrial and commercial vehicle electrification to discuss the practical steps to achieve an all-electric reality. Presented by ZAPI GROUP, an electrification leader since 1975, the conference will provide insights into the latest technology, industry trends, and geopolitical and regulatory factors driving the electrification revolution. With the consumer automotive market-leading electric adoption, the event’s focus will facilitate conversations showcasing the practical path to electrification for industrial and commercial vehicles and machines. “We are actively working with customers in industries such as construction, commercial eMobility and material handling to realize wide adoption in all motive industrial markets. Our purpose is to make the electric dream a reality,” said Lloyd Gomm, Global Marketing Director for ZAPI GROUP. “We are excited to host our third annual virtual event where we can discuss our shared challenges and opportunities with thought leaders across the electrification business.” Attendees can expect a dynamic program that features a keynote presentation from renowned futurist Stefan Hyttfors titled Electrification as the Catalyst for a New Eraand a special presentation about the future of motor sport with Formula E’s Maserati MSG Racing Team. Presenters from leading organizations such as Ubiquicom, RISE AB, Discover Energy Systems, Flux Power, Trojan Battery, Stafl Systems, Inventus Power and SUNCAR AG join the ZAPI GROUP team to share their visions, challenges, and success stories in their journeys towards an all-electric world. Prominent industrial media leaders Becky Schultz, Vice President, Content, KHL Power Group; Darrell Proctor, Senior Associate Editor, Power Magazine; and Sara Jensen, Technical Editor, Power & Motion, bring their experience and perspectives across industries as moderators for some of the event’s panel discussions. Registration for The Future of Electrification 2024 is now open and free of charge. Visit www.futureofelectrification.org to register and for more information.
Gordon Report: Skills and Jobs in America: Past – Present – Future
First the good news: Over the past decade (2011-2020) investment in corporate training has grown by about 30 percent. The caveat is that professionals and executives received the lion’s share of these programs. (Development Dimensions International, 2023). The current skills-jobs picture paints a different reality. Seventy-five percent of U.S. employers now struggle to find skilled talent (worldwide it is 77 percent). This is the highest figure in 17 years. (ManpowerGroup 41 Country Survey, 2023). By 2030 U.S, talent shortages may lead to a loss of nearly $2 trillion from unrealized revenue. This will coincide with an estimated decline in the labor participation rate from 62 percent (2020) to 60 percent (2030). (Korn Ferry, “The Global Talent Crunch,” 2018). The worker pipeline is being squeezed because too many skilled workers are retiring and too few younger people are entering the workforce. Until 2029, 10,000 U.S. workers will retire each day. At least one-third are skilled workers. Unfortunately, the following generations are smaller and many of them lack the educational attainments needed to fill the high-skill jobs of the Fourth Industrial Revolution. In 2023 the ACT scores of U.S. high school seniors was the lowest in 30 years. Grade inflation at both the high school and college levels is masking the real educational accomplishments of today’s students. TALENT-DEFICITS CONSEQUENCES Here are some examples of the ways that current education and talent deficits are affecting the economic growth and social welfare of today and tomorrow. The post-COVID surge in airplane travel is stressing the aerospace sector. Airlines have ordered more planes, but both Boeing and Airbus have fallen behind in filling these orders. They have heavily invested in new aero-space technician training programs to replace retirees and expand capacity. Yet, poorly educated trainees are dropping out of these programs or creating quality issues on-the-job. Also, airplane part-suppliers are not delivering parts in a timely manner. They also are experiencing the same inability to find and skill more workers. The shortage of new planes in turn is forcing airlines to ramp up their repair and maintenance services on older aircraft. They also face shortages of trained mechanics and spare parts. This is reducing the number of airplanes in service at a time of increasing demand. Nearly 600 rural hospitals (30 percent of the total) are in danger of closing. (Center for Healthcare Quality and Payment Reform, 2023). A chronic shortage of doctors, registered nurses, and other skilled medical personnel and rising costs mean that many lack the resources to keep operating. Factories or fabs for advanced chip manufacturing are now being constructed in several locations across the United States. Many of these fabrication companies have already begun training and education programs for the engineers and technicians who will be needed to staff these plants. However, the Semiconductor Industry Association is predicting that up to 58 percent of the projected 115,00 jobs that will be added by 2030 may not be filled due to an insufficient number of students completing degrees in science and technology programs. The future U.S. labor economy needs more long-term talent investments. Demographic declines and increased job skills demands are not going away. Unless we do more to address skilled worker shortages, we can expect pay rises chasing a declining pool of qualified workers. This will complicate the U.S. inflation fight and raise the risk of a prolonged recession. About the Author: Edward E. Gordon is the founder and president of Imperial Consulting Corporation in Chicago. His firm’s clients have included companies of all sizes from small businesses to Fortune 500 corporations, U.S. government agencies, state governments, and professional/trade associations. He taught in higher education for 20 years and is the author of numerous books and articles. More information on his background can be found at www.imperialcorp.com. As a professional speaker, he is available to provide customized presentations on contemporary workforce issues.
Association of Diesel Specialists announces free Technical Training during Annual Convention
Kevin Looney will present “2nd Generation HEUI for International & Ford 6.7 troubleshooting and repair” for EPA 04, 07 and 10 at the 2024 ADS Convention in Grapevine, Texas The Association of Diesel Specialists (ADS) announces that the technical training session at the 2024 ADS International Convention will be presented by Kevin Looney. Kevin will present ” 2nd Generation HEUI for International & Ford 6.7 troubleshooting and repair” at the Gaylord Texan Resort & Convention Center. The convention runs from January 21-22, 2024 immediately preceding Heavy Duty Aftermarket Week (HDAW) and features the latest industry education sessions as well as numerous networking opportunities. The Association of Diesel Specialists will be hosting a three-hour technical training class at no charge for registered attendees at the 2024 ADS Convention in Texas on January 21, 2024. Industry expert Kevin Looney will present information related to 2nd generation HEUI for International and on the 6.7 Ford troubleshooting and repair. It will include a discussion of the unique fuel delivery system found on these engines and some tips for diagnosing them. This will cover EPA 04, 07 & 10. Variable geometry turbocharging (VGT) and general aftertreatment principals will be included. Engine performance issues that commonly lead to aftertreatment concerns will be discussed as well. “We look forward to having Kevin Looney as the ADS Technical Training presenter,” stated ADS CEO Scott D. Parker. “Kevin has been maintaining and repairing equipment and vehicles for nearly 40 years, with a primary focus on domestic light, medium, and heavy duty diesel vehicle diagnosis and repair. ADS is committed to providing quality technical training for its members and this session is another example of that commitment.” During the ADS International Convention (January 21-22), ADS members will receive diesel specific industry education and training as well as networking opportunities with hundreds of their peers in the diesel sector. Immediately following the ADS International Convention, HDAW kicks off (January 22-25). ADS members will interact with more than 2,500 executives and managers at the largest North American gathering of light, medium and heavy duty aftermarket professionals in the industry. HDAW also features a trade show with over 300 exhibitors. Register for both the ADS International Convention and HDAW now for lower pricing. Kevin Looney has been maintaining and repairing equipment and vehicles for nearly 40 years, with a primary focus on domestic light, medium, and heavy duty diesel vehicle diagnosis and repair. Repairing everything from classic/historic trucks and equipment, to the latest computer controlled fully networked vehicles, Kevin has built a business known for getting the job done right. As a both a shop owner and working technician, he brings a unique combination of technical expertise, subject knowledge and hands on experience to the classroom. Building on a collaborative relationship with Bruce Amacker’s Turbo Training has allowed Kevin to expand his skill set to include educating. Kevin now splits his time between his shop in Phoenix Arizona, and a busy training schedule. Registration for the 2024 ADS Convention & Trade show is now open. Visit www.diesel.org/2024ADSConvention for more information.
Norwalt executive appointed to key committee by Packaging Machinery Manufacturers Institute
Kyle Seitel, Vision Engineering Manager & Marketing Coordinator for Norwalt, named to PMMI’s Emerging Leaders Committee Norwalt, a specialist in custom-built automation and line integration machinery for complex manufacturing applications, has had one of its promising young executives appointed to a key industry organization committee. Kyle Seitel, Vision Engineering Manager & Marketing Coordinator for Norwalt, has been named to the Packaging Machinery Manufacturers Institute’s Emerging Leader Committee. During the four-year term, Mr. Seitel will lend his expertise and insight toward the Board’s development of policies and programs. Meanwhile, the Emerging Leaders Committee serves as an outlet for networking and mentorship for the younger set of executives comprising its membership. With facilities in Randolph, New Jersey and Tampa, Florida, Norwalt is a supplier of concept-to-completion manufacturing equipment solutions. The company’s engineers design, construct, validate and install premium production equipment whose functionalities include – but are by no means limited to – packaging and product assembly, post-mold automation, modular automation cells and robotics systems. Norwalt serves customers in a wide array of sectors, from medical devices and food & beverage applications to personal care and household items. PMMI is a global resource for the packaging and processing industry that aims to unite the sector across the manufacturing supply chain. Its members promote business growth in a variety of industries by developing innovative manufacturing solutions to meet evolving consumer demands. PMMI membership represents more than 1,000 manufacturers and suppliers of equipment, components and materials, as well as providers of related equipment and services to the packaging and processing industry. “It’s a privilege to have one of our talented young executives appointed to the Emerging Leaders Committee of our industry’s most effective, well-respected organization,” said Keith Harman, Director of Business Development & Technical Sales for Norwalt. “Kyle is an exceptionally dedicated equipment professional and represents the next generation of leaders here at Norwalt. This is a well-deserved distinction that will only further strengthen his skillset.”
Staffing employment holds steady in November
Over four-in-ten staffing firms report gains in new assignments Staffing employment inched up in the week of Nov. 13-19, with the ASA Staffing Index increasing by 0.8% to a rounded value of 100. Staffing companies listed no one primary factor that limited further growth. Staffing jobs were 7.3% below the same week last year. New starts in the 46th week of the year jumped 11.8% from the prior week. Over four-in-10 staffing companies (43%) reported gains in new assignments week to week. The ASA Staffing Index four-week moving average decreased from the prior week to hold at a rounded value of 100, and temporary and contract staffing employment for the four weeks ending Nov. 19 was 7.6% lower than the same period in 2022. “Staffing employment has held steady in November, with no significant dips or fluctuations from the prior month” said Tim Hulley, assistant research director at ASA. This week will be used in the November monthly employment situation report scheduled to be issued by the U.S. Bureau of Labor Statistics on Dec. 8. The ASA Staffing Index is reported nine days after each workweek, making it a near real-time measure of staffing employment trends. ASA Staffing Starts are the number of temporary and contract employees placed in new assignments during the reporting week. ASA research shows that staffing employment has historically been a coincident economic indicator.
You are a leader: Whether you know it or not. Whether you want to be one or not
You inspire people–whether you know it or not. You empower people, sometimes even if you’re not trying to. You guide people–whether you want to or not. What is your definition of “leader?” Before you go any further, let’s see if you’re singing in harmony. If not––there’s no point in pursuing this venture any further. Here’s the definition adopted for this article. Let’s see if you fundamentally agree. A leader is simply someone with the ability to attract WILLING followers. And again, whether you know it or not or whether you’re willing or not, there are people who follow your lead of their own free will. The best leaders are people with the will to serve their followers and give them the tools they need to make their lives better. Something else we should make clear is that you need no specific number of followers to be a leader. You can lead one or you can lead millions. And you can change the world for the better or cause incredible damage by your influence on just one person. Leadership is a responsibility. And it’s a responsibility we all share. What defines us as leaders is whether or not we choose to accept or attempt to shirk our responsibility––and in which direction we decide to lead. Let’s dig a little deeper into the fundamentals. These are the Essential Disciplines of the Leader. Inspire… You touch other people’s hearts. Whether you know it or not and whether you want to or not. You can inspire love or fear. You can make someone’s heart or break it. If you’ve been on this planet for any significant time, you’ve probably done both. Empower… You give people tools. Again, whether you know it or want to, you share many things with people. One of the most important ways to empower others is to encourage them––and you do. The bigger question is what, exactly, are you encouraging others to do? Guide… You show the way. Through your words, your actions, and who you choose to take under your wing. It’s a fact. Someone looks to you for guidance––whether you know it or not, whether you choose to or not. Where are you guiding them? You are a leader. You might not be the boss. That’s the excuse heard most often by people who still hesitate or even refuse to accept that they are leaders. That excuse supports the toughest argument still faced when trying to change people’s minds about leadership. The plain fact is that some people cling to one or more of the following beliefs: Leaders are born––not made. Not everyone is cut out to be a leader. Everyone can’t be the leader. There are too many leaders and not enough followers. First of all, you might not be the boss. Leadership has nothing to do with rank, title or position of authority. It has to do with how you Inspire, Empower and Guide others. Everyone knows tremendous leaders who have no title or rank. These people usually have little power or authority in the traditional sense, but they have influence. They inspire, empower, and guide people—sometimes even those at the top. If you doubt that, watch “Undercover Boss” sometime. And of course, you all know people with incredible power and authority who just plain suck as leaders. you all know people who have the rank or the title but little or no respect, trust, or loyalty from the people “below” them. Let’s address some of those excuses: Leaders are born. In fact, everyone is a born leader. Many of the mental health issues faced are due to a significant degree of the real or perceived inability to influence others at any given time. If you don’t make a difference in other people’s lives, you do not feel healthy. Having said that––while everyone is born into this legacy of leadership, it takes a lot of work to be a good leader. And for the best leaders, this work never ends. The most effective leaders are those who accept that perfection is not a destination, but a never-ending process. The best of the best is obsessed with continual self-improvement as a leader and as a person. But “everyone can’t be the leader.” This one can get a little complicated. The traditional model of command and control is dead. It is now understood that the roles of leader and follower are not fixed positions, but rather dynamic roles. In the aforementioned self-directed teams, people flow back and forth in these roles seamlessly depending on the situation and the talents, skills, and experience needed to take charge or manage decisions at any given time. Everyone can’t be “the” leader. But anyone can be “the leader” in the right situation. Some will still say that there are too many leaders. Leaders are people who Inspire, Empower, and Guide others to their very best––people like you. We can never have enough. About the Author: Jim Bouchard is an internationally recognized speaker, Leadership Activist, and founder of The SENSEI LEADER Movement™. He’s the author of 8 leadership books, and hosts Walking The Walk, a podcast highlighting compassionate, engaged leaders from all areas of business, diverse cultures and experiences. Jim’s programs are an inspirational and interactive exploration into the importance of human-centric leadership. To bring Jim to your organization or event, visit www.ArmstrongSpeakers.com.
What IS NOT strategy and What IS
Recruit and retain top talent. Increase market share. Improve customer satisfaction. Expand into new geographic markets. Diversity product offerings. Reduce operating costs. Improve employee satisfaction. Develop and launch new technologies. Improve supply chain management. Increase revenue and profitability. Implement sustainability practices. Improve efficiency and productivity. Develop and maintain strong partnerships. Enhance product quality and reliability. Increase innovation and creativity. Strengthen organizational culture. Build a talent pipeline. Improve the customer experience. Expand into new product categories. Invest in research and development. These are not strategies. These are goals. A goal is what a company wants to accomplish. A strategy is the UNIQUE and DISTINCT WAY by which the goal is achieved. If, as a leader, you don’t design and effectively articulate the strategy by which you’ll achieve those goals, you’ll never reach them. If, as a leader, you throw them over the fence to your leadership team and let them “figure it out, but with the freedom to fail,” you’ll still never reach them. “Human resources will hire five new members of the sales team by the end of September.” is also not a strategy. “The sales manager will be on proposal calls to secure five in-person meetings with prospects by Thanksgiving.” is also not a strategy. “Increase the size of our sales staff.” is also not a strategy. A STRATEGY is much bigger, deeper, and broader. It is core to who you are as an organization. Whether you want to grow, stabilize, retrench, or reinvent, it should easily adapt. It’s your unique value proposition. It’s your unique position. It’s your distinct competitive advantage. That’s it. About the Author Andrea Belk Olson is a keynote speaker, author, differentiation strategist, behavioral scientist, and customer-centricity expert.As the CEO of Pragmadik, she helps organizations of all sizes, from small businesses to Fortune 500, and has served as an outside consultant for EY and McKinsey. Andrea is the author of three books, including her most recent, What To Ask: How To Learn What Customers Need but Don’t Tell You, released in June 2022. She is a 4-time ADDY® award winner and host of the popular Customer Mission podcast. Her thoughts have been continually featured in news sources such as Chief Executive Magazine, Entrepreneur Magazine, Harvard Business Review, Rotman Magazine, World Economic Forum, and more. Andrea is a sought-after speaker at conferences and corporate events throughout the world. She is a visiting lecturer and startup coach at the University of Iowa, a TEDx presenter, and TEDx speaker coach. She is also an instructor at the University of Iowa Venture School. More information is also available on www.pragmadik.com and www.andreabelkolson.com.
AASHTO’s new President to emphasize workforce, safety and implementing the IIJA
The board of directors of the American Association of State Highway and Transportation Officials have elected Craig Thompson, secretary of the Wisconsin Department of Transportation, as its 2023-2024 president. The board also selected Garrett Eucalitto, commissioner of the Connecticut Department of Transportation (CTDOT), as its 2023-2024 vice president. “As transportation needs continue to evolve, I am honored to serve as AASHTO’s president as we navigate the future together,” Thompson said upon stepping into the role. “This is a very exciting and challenging time for transportation, but I see great opportunity for those of us in the industry to make a real impact for our communities. During my tenure, I will focus on taking advantage of the opportunities offered through the Infrastructure Investment and Jobs Act (IIJA), working with any and all partners to move the needle on roadway safety, and recruiting and retaining top talent for the transportation workforce.” In January 2019, Governor Tony Evers appointed Thompson as secretary of the Wisconsin DOT, one of the largest state agencies in Wisconsin. The department supports all modes of transportation, including state highways, local roads, railroads, public transit systems, airports, and harbors. Thompson carries more than 28 years of experience working with Wisconsin businesses, communities, legislators and units of government, He previously led the Transportation Development Association of Wisconsin and served as the legislative director for the Wisconsin Counties Association. As AASHTO president, Thompson will prioritize three major areas of emphasis as he assumes his new role: Realizing the Promise of the IIJA: As we reach the mid-point of the five-year authorization of the Infrastructure Investment and Jobs Act (IIJA), it is imperative that state DOTs work with federal partners to ensure that the promise of IIJA is fully realized. AASHTO and state DOTs need to demonstrate to all communities that government at all levels can work efficiently to apply these historic investments in a way that will positively impact their lives. Bolstering Safety: Despite enhanced efforts by state DOTs across the country, too many lives are still being lost on our nation’s roadways. Thompson will build upon the safety initiatives of Immediate Past President Roger Millar to ensure that state DOTs continue to make progress. It is imperative that AASHTO and all partners address this crisis using all means and methods at our disposal. Providing all users with safe multi-modal transportation options is the foremost priority. Reinvigorating the Workforce: As demographic trends continue to place significant strains on the labor pool across all sectors of the U.S. economy, state DOTs are seeking new ways to attract and maintain robust talent. Thompson will collaborate with state DOTs to establish effective practices for building a transportation workforce that meets the needs of today and tomorrow. AASHTO 2023-2024 Vice President Eucalitto was nominated by Connecticut Governor Ned Lamont and confirmed by the legislature as commissioner of the CTDOT in January 2023. From January 2020 until January 2023, Eucalitto served as the Deputy Commissioner of CTDOT. Prior to his time at CTDOT, Eucalitto served as the transportation program director for the National Governors Association, Undersecretary for the Connecticut Office of Policy and Management, and as a legislative assistant in the United States Senate. He earned a bachelor’s degree from the College of the Holy Cross and a master’s degree from Boston University. “We are ecstatic to welcome incoming AASHTO President Thompson and Vice President Eucalitto as they step into important leadership roles within our organization,” said AASHTO Executive Director Jim Tymon. “These accomplished leaders bring a wealth of knowledge that will benefit state DOTs across the nation and help AASHTO deliver safety, mobility, and access for everyone.” The full safety resolution is available here.
Industrial Manufacturing Planned Projects held steady in Q3, October 2023 increases by 7%
Industrial SalesLeads has announced the October 2023 results for the new planned capital project spending report for the Industrial Manufacturing industry. The Firm tracks North American planned industrial capital project activity; including facility expansions, new plant construction and significant equipment modernization projects. Research confirms 161 new projects in October as compared to 150 in September. The following are selected highlights on new Industrial Manufacturing industry construction news. Industrial Manufacturing – By Project Type Manufacturing/Production Facilities – 137 New Projects Distribution and Industrial Warehouse – 84 New Projects Industrial Manufacturing – By Project Scope/Activity New Construction – 56 New Projects Expansion – 54 New Projects Renovations/Equipment Upgrades – 56 New Projects Plant Closings – 14 New Projects Industrial Manufacturing – By Project Location (Top 10 States) Indiana – 17 New York – 10 North Carolina – 10 Texas – 10 Michigan – 9 Ohio – 8 Tennessee – 8 Pennsylvania – 7 Florida – 6 Georgia – 6 Largest Planned Project During the month of October, our research team identified 17 new Industrial Manufacturing facility construction projects with an estimated value of $100 million or more. The largest project is owned by Northvolt AB, who is planning to invest $5 billion for the construction of a manufacturing facility in MCMASTERVILLE, QC. They have recently received approval for the project. Completion is slated for late 2026. Top 10 Tracked Industrial Manufacturing Projects INDIANA: Automotive MFR. is planning to invest $3.2 billion for the construction of an EV battery manufacturing facility in KOKOMO, IN. Completion is slated for early 2027. MICHIGAN: Battery MFR. is planning to invest an additional $3 billion for the expansion of their manufacturing facility in HOLLAND, MI. They are currently seeking approval for the project. QUEBEC: Specialty steel MFR. is planning to invest $1.7 billion for the construction of a manufacturing facility in SEPT-ILES, QC. They are currently seeking approval for the project. Construction is expected to start in 2026, with completion slated for 2029. MASSACHUSETTS: Consumer goods MFR. is planning to invest $1 billion for the expansion, renovation, and equipment upgrades at their manufacturing facility in ANDOVER, MA. They will relocate their manufacturing operations from BOSTON, MA upon completion. The project includes the renovation of their corporate campus in BOSTON, MA. INDIANA: Solar panel MFR. is planning to invest $800 million for the construction of a manufacturing facility in JEFFERSONVILLE, IN. Completion is slated for late 2025. TEXAS: Construction and agricultural equipment MFR. is planning to invest $265 million for the construction of a 720,000 sf manufacturing facility in SAN ANTONIO, TX. Construction is expected to start in early 2024. MISSISSIPPI: Truck MFR. is planning to invest $209 million for the expansion of their manufacturing facility in COLUMBUS, MS by 50,000 SF. They have recently received approval for the project. Construction is expected to start in late 2023. PENNSYLVANIA: Startup battery technology company is considering investing $160 million for the construction of a manufacturing facility and is currently seeking a site in the MERCER COUNTY, PA area. Watch Industrial SalesLeads for updates. ARKANSAS: Firearm and ammunition MFR. is planning to invest $150 million for a 250,000 SF expansion of their manufacturing facility in JACKSONVILLE, AR. They are currently seeking approval for the project. IDAHO: Semiconductor MFR. is planning to invest $114 million for the expansion of their manufacturing facility at 8000 S. Federal Way in BOISE, ID by 109,000 SF. They are currently seeking approval for the project. About Industrial SalesLeads, Inc. Since 1959, Industrial SalesLeads, based in Jacksonville, FL is a leader in delivering industrial capital project intelligence and prospecting services for sales and marketing teams to ensure a predictable and scalable pipeline. Our Industrial Market Intelligence identifies timely insights on companies planning significant capital investments such as new construction, expansion, relocation, equipment modernization and plant closings in industrial facilities. The Outsourced Prospecting Services, an extension to your sales team, is designed to drive growth with qualified meetings and appointments for your internal sales team. Visit us at salesleadsinc.com.
What is your biggest fear? Speaking, Rejection, or Failing?
It is said that speaking in public is a bigger fear than death. I don’t buy it. I think if someone put a gun to your head and said speak in public or die — you’d find that lost William Jennings Bryan oration within you. By far the biggest fear of salespeople is fear of failure. It has a cousin — fear of rejection. Rejection is the pathway to failure — if you fear it. While failure itself is real, the fear of it is a condition of the mind. Earl Nightingale’s legendary recording, “The Strangest Secret” says, “You become what you think about.” If that’s true, why doesn’t everyone think “success?” The answer is a combination of what we expose ourselves to, and how we condition ourselves. We live in a world of negative conditioning. The three big motivators are fear, greed and vanity. They drive the American sales process — and they drive the American salesperson. Our society preys on the fear factor. It’s in 50%of the ads we see (the rest are greed or vanity). Ads about life insurance for death and disability, credit cards stolen, anti-freeze for stalled cars, tires that grip the road in the rain, brakes that stop to avoid hitting a child on a bike, and security systems so your home won’t be robbed. You see that crap enough, you become “fear-conditioned.” We are constantly reminded to carry mace, get a burglar alarm, and be sure we have The Club. To make matters worse we now see police at ATM machines, metal detectors in schools, and can rely on the local news to promulgate the trend. They are dedicated to promote issues of fear every minute they’re on the air. Once society gives you fear, it’s natural that you take it with you into the workplace. It transmutes into a fear of failure. This fear intensifies in workplaces with hostile environments. Bosses and managers who threaten, intimidate and ridicule. In the midst of this, we struggle for success. And while we think we fear failure, or at least don’t want it around us– we all face it in one form or another every day. Everyone fails. But failure is relative. Its measurement is subjective. Mostly it occurs in your mind. If you exchange “I failed” for “I learned what never to do again,” it’s a completely different mindset. The status of failure is up to you. Over the years of my failures, I have developed a great way of looking at it (lots of practice). I learn from it, or I ignore it. Thomas Edison failed 6,000 times before the light bulb, Donald Trump had monumental failures on his way to the top, Mike Schmidt – third baseman for the Philadelphia Phillies failed at the plate (at bat) two out of three times for 20 years, and was inducted into baseballs Hall of Fame as one of the greatest ball players of all time. Were these men failures? Did they fear failure? There are degrees of failure in sales. Here are some external ones: Failure to prepare Failure to make contacts Failure to make a sale Failure to meet a quota Failure to keep a job External (outside) fears, lead to internal (inside) fears — fear based on what happens when you fail or are close to failing. Your reaction to internal fear determines your fate. It’s not what happens to you, it’s what you do with what happens to you. Here are the five typical reactions to rejection or failure: Curse it. Deny it (a nice way of saying lie about it). Avoid it. Make an excuse about it. Blame others (the easiest thing to do). Quit. Failure actually only occurs when you decide to quit. You choose your results. Here are a few simple things you can do to avoid getting to the “quit” stage: Look at failure as an event not a person. Look for the why and find the solution (If you look at “no” hard enough, it will lead you to yes). List possible opportunities. Ask yourself what have I learned, and try again. Don’t mope around with other failures — go find a successful person and hang around him/her. Here are a few complicated things you can do to avoid getting to the “I quit” stage: Create a new environment. Cultivate new associations. Access new information. Get a new mind set — create new background thoughts. It’s always too soon to quit. Afraid to speak, or afraid to fail? Which is the greater fear? When you consider the complications and ramifications of failure, making a speech to 1,000 people, by comparison, is a walk in the park. About the Author: Jeffrey Gitomer is the author of twelve best-selling books including The Sales Bible, The Little Red Book of Selling, and The Little Gold Book of Yes! Attitude. His real-world ideas and content are also available as online courses at www.GitomerLearningAcademy.com. For information about training and seminars visit www.Gitomer.com or email Jeffrey at salesman@gitomer.com or call him at 704 333-1112.
AI finds the route out of planning and scheduling problems and into unrivalled service delivery
There’s no escaping it—service delivery is a key business driver and not just for Amazon, but across asset-intensive industries where getting day-to-day planning, scheduling, and routing managed competently, and fully optimized, is becoming the make-or-break point for many businesses. According to a PwC report, 55% of customers would stop buying from a company that they otherwise liked after several bad experiences. It’s become a tough balancing act for businesses to optimize this need for customer experience with employee engagement, meeting SLAs, and not impacting bottom line costs. For Bob De Caux, VP Automation at IFS, it’s all about harnessing a PSO (Planning and Scheduling Optimization) system, powered by the latest AI and ML technologies to take the employee and customer experience to the next level. Excellent service delivered on time, and with a smile on the face of customers and employees alike, is key. In today’s service economy, customers demand rapid responses, flexible appointment slots, and guaranteed first-time fixes. Yet with skill shortages continuing to impact businesses attempting to roll out servitization initiatives and organizations looking to support outcomes-based service, field service teams often find themselves seriously stretched. Dispatchers are frequently overburdened and under a lot of pressure as they must manage many different scenarios. But service delivery doesn’t exist in a vacuum. Service optimization becomes even more essential when it comes to assets, where service delivery, parts, and logistics often require complicated planning and scheduling, and the bellwether of successful management of all those pieces is a powerful AI-enhanced PSO (Planning and Scheduling Optimization) solution. A truly optimized schedule can mean the difference between operating profit and loss, so it’s important that businesses pinpoint crucial areas for improvement. Asset-intensive businesses that leverage the capabilities of AI-enhanced PSO can streamline operations, enhance service delivery, optimize resource allocation, and improve customer satisfaction. When time is of the essence, ensure the right technician is always on hand The intensity and complexity of a service dispatcher’s work means decisions with different contexts need to be made quickly to maximize efficiency. The primary reason why optimization in the moment matters comes down to the impact of delays on customer experience—such as when customers cancel, appointments run over, and parts need to be allocated. Businesses need a system that can react in minutes, not hours. This is where the importance of AI-powered optimization demonstrates its value, as an effective system can do in fifteen minutes what some systems need overnight to compute. An AI-enabled PSO system can schedule large amounts of jobs in real-time to ensure the right engineer or field worker is in the right place at the right time and with the right skills and parts to successfully complete any job. AI PSO technology has the capability to continuously analyze real-time events, considering everything from job location to duration, technician availability, skills, parts, tools and other dependent tasks to automatically deliver highly optimized plans in seconds. AI can go one step further to enhance the experience of the dispatcher by giving them information they can understand, particularly when something goes wrong. The dynamic route optimization function of PSO technology assigns jobs to technicians that will optimize drive time by taking the most efficient route and assign jobs that are as close together as resource availability will allow. The system achieves this by using AI to calculate time needed to complete each task based on existing data for each technician, so that an appropriate timeframe is given to jobs that are more complex or have a larger scale. This guarantees that there is enough time for completion and prevents costly overruns. Prioritize where it counts to keep employee morale high Prioritizing jobs is difficult when multiple tasks are coming in continuously and encompass a wide range of different geographical regions. Service dispatchers are forced to firefight, which can be highly stressful and likely to negatively impact employee retention. Added to this, field workers may become disillusioned, having to deal with significant travel requirements, short notice changes to job requirements, and problems in completing allocated work. Morale across the entire field workforce is likely to suffer as a result—but asset-intensive businesses can turn the tide with AI. The right AI-powered scheduling tool can tailor the chosen approach to meet the precise needs of each business. There will typically be a need to efficiently blend appointments with reactive and planned work, so businesses will need an effective way of aligning appointment times around existing committed work. But that is not sufficient in itself. Organizations need to go beyond this to deliver target-based or value-based scheduling. This approach allows the organizations to focus their scheduling directly on the key performance indicators (KPIs) that matter most to the business. An AI-powered PSO system for instance, allows organizations to layer specific values, such as company rules (KPIs) or regional rules (regulatory) over the engine powering its planning optimization to ensure that appointments are triaged effectively. This could be a reduction in the average cost per job for a white goods repair firm or an increase in the percentage of calls responded to within the target SLA (time window) by a regional ambulance service. Typically, it is a question of managing complex and even competing priorities to ensure SLA compliance and maximize profit. Cut down on wasted time and eliminate human error Service dispatchers often have to manage planned maintenance with new jobs coming on stream in real-time. To complicate matters further, many try to optimize the workforce using traditional processes, which is time-consuming and error prone. So where can businesses cut down on inefficient and time-killer tasks? Today’s enterprises continuously collect asset performance data but industries from manufacturing to service all struggle with similar dilemmas: how to put data collected in the right context and act in real-time. Autonomous enterprises that incorporate AI and ML into their processes can manage data at scale more quickly and accurately than a sole human workforce. Equally, AI and ML models with self-learning asset performance anomaly detection can deliver the predictive analytics
Unlocking the Power of Organizational Culture: Fulfilling people’s needs to create a thriving workplace
Dealing with troubling workplace environments can be difficult. It’s not always clear what the deeper issue is and the friction and conflict it breeds can be tough to reverse. At the heart of any organization are its people. Without a dedicated, aligned, and fully engaged workforce, no progress can be made. High-performance organizations excel in creating an environment that recognizes and addresses the fundamental human needs that drive their members. The Hierarchy of Needs Psychologist Abraham Maslow’s hierarchy of needs, once revolutionary, is now widely embraced and frequently applied to organizational psychology. Leveraging this framework to identify what individuals require for success and taking the necessary actions to fulfill these needs can support the cultivation of an emergent culture that fosters growth, success, and satisfaction in your organization. Physiological The lowest level in Maslow’s hierarchy is physiological needs. These are the most basic human requirements, encompassing necessities like food, water, and shelter. Although it isn’t the organization’s responsibility to directly provide for these needs, it is crucial to ensure they are met indirectly. This involves paying a living wage so that these basic needs are met and offering a sense of certainty to employees about their job security and expectations regarding their roles. Establishing effective lines of communication between employees and their superiors is a great way to create certainty. When integrating new hires, make sure they have clarity on what their role is and what their responsibilities are. Encourage them to ask questions. For existing employees, having occasional check-ins ensures they are aligned with their jobs and not struggling to fulfill their physiological needs or produce at work. Safety Individuals need to feel secure both psychologically and physically in the workplace. This means that constant yelling or outbursts from superiors or colleagues cannot be tolerated. There cannot be fear of physical or psychological harm. Having rules and guidelines that discourage and have consequences for this type of behavior is often necessary. Optimizing the hiring process and having the right people in the organization is also big part of promoting feelings of safety. If someone is incredibly capable but ruins the productivity of others by spreading fear and/or anger, they are a net negative to the organization. It is impossible for people to be productive or creative in a state of fear. Boundaries need to also be respected. Treating people how they want to be treated goes a long way towards making them feel safe in their environment. An organization that provides safety for its employees earns trust, thus possessing a foundational element of a healthy, high-performance culture. Love and Belonging Love is a fundamental emotional need for people. While this is commonly thought of as something that relates to relationships with friends, family, and significant others, there are also ways to fulfill this emotional requirement in the workplace. An organization that has an environment of kindness, respect, and inclusivity is able to satisfy this basic human desire. Everyone has a need to belong and be accepted for who they are. Understanding the motives of new hires for joining the organization and what they believe they will gain from their work can aid in fostering a sense of belonging. Organizations can further support this need by asking existing employees various questions and attempting to better understand each individual. Some questions to ask are: Are they happy in their role and doing their work? Is it aligned with what’s important? How do they feel they are contributing through their work? What matters to them? What causes do they care about? What do they want to be doing with their life? How can their job help them experience belonging? Asking about their job satisfaction, contributions, and personal aspirations emphasizes the importance of each individual’s role in the organization’s success, cementing a feeling of belonging and increasing engagement and satisfaction. Esteem Needs “I feel significant,” “I feel respected,” and “I feel like I’m contributing,” are all feelings that are necessary to meet the level of esteem. When people feel recognized and valued, they are motivated to continue being effective and valuable. Making sure every person in your organization feels they play an important role in the organization’s success, no matter their job, is paramount. However, it is crucial to distinguish between significance (feeling important and making a difference) and contribution (being a part of something bigger than you or your ego and making a difference, even without recognition or significance). The latter is the pinnacle of Maslow’s Hierarchy and the highest level of effectiveness, known as self-actualization. Self-Actualization Self-actualization involves realizing one’s potential, fully developing one’s abilities, and having a true appreciation for life. It encompasses fulfilling the spiritual needs of growth and contribution, preventing employees from feeling like mere automatons solely focused on financial gain and only going through the motions. Self-actualized people are at their most capable, productive, and fulfilled selves and regularly tap into their highest level of thinking and creativity. According to Maslow, individuals must fulfill lower needs before pursuing higher ones. To reach self-actualization, every need in Maslow’s hierarchy must be addressed first. Because of this, Maslow asserts that less than 1 percent of the adult population ever achieves this level. Keep in mind that this was published over 50 years ago. In today’s world, psychologists think it is closer to 5 percent, solely because there is a deep desire in humans to contribute and feel a sense of fulfillment – the more people evolve, the more they want to experience these higher feelings of satisfaction in their work. Importance for Culture Meeting people’s needs is essential for creating an emergent culture. Consider the three fundamental elements of an emergent culture: Cause, Framework, and Energy. Cause revolves around making a difference and defining the organization’s noble cause. Framework pertains to the structures in place for optimizing employees’ creative potential and ability to produce, including hiring processes, delegation, team assignments, and utilizing individuals’ strengths. Energy is how people treat each other, the moods they bring to work, and how the work
Plastics Industry Association celebrates America Recycles Day
The Plastics Industry Association (PLASTICS) is celebrating America Recycles Day, the official national observance dedicated to promoting recycling across the United States on November 15th. “For the plastics industry, every day is America Recycles Day,” said PLASTICS President and CEO Matt Seaholm. “Our industry is dedicated to recycling which is why we work tirelessly to improve recyclability and invest billions of dollars into new technologies to recycle. “Recycling is real, and the plastics industry is proud to be a part of the solution, but we need to do more. We need partners at all levels, including government, the private sector and communities working together to recycle even more valuable materials every day,” concluded Seaholm. Recently, PLASTICS launched an advocacy campaign, Recycling is Real, dedicated to promoting and defending plastic recycling in America. The campaign provides content to help elected officials and policymakers understand that recycling is a vital link of the sustainability and circularity chain, enabling them to make more well-informed decisions about recycling resources for their constituents.
Material Handling Education Foundation, Inc. announces the Liz Richards Scholarship Fund
The Material Handling Education Foundation, Inc (MHEFI) an independent charitable organization that was established in 1976, has announced the Liz Richards Scholarship Fund sponsored by MHEDA is now accepting applications. Liz Richards has dedicated much of her 28-year career to growing the awareness and recognition of the material handling industry within the academic community. Liz has worked tirelessly to ensure our industries are a draw for top talent to sustain and strengthen material handling businesses for the future. The Liz Richards Scholarship Fund sponsored by MHEDA offers two to three scholarships per year, each worth $5,000. Family and friends of MHEDA member companies are encouraged to apply. The scholarships are awarded in partnership with The Material Handling Education Foundation, Inc. (MHEFI). The following provides a brief overview of the scholarship program. Please refer to the MHEFI website for complete details. Important Dates! Scholarship Opens – November 15, 2023 Scholarship Closes – January 31, 2024 Scholarships Awarded – April 30, 2024 Dates subject to change. Where to Apply Click here to apply for a scholarship! Note, applications will open in November 2023. Target Programs of Study Undergraduate students from programs listed below that have a focus on material handling, logistics and/or supply chain management are encouraged to apply. Industrial Engineering Industrial Distribution Mechanical & Electrical Engineering Structural Engineering with a focus on cold-formed steel design Engineering Technology Computer Science related to Material Handling & Supply Chain Business & Management related to Material Handling or Supply Chain Management Student Eligibility* For the 2024/2025 academic term, the following students are eligible to apply: Undergraduate students pursuing a material handling, logistics or supply chain career enrolled full time at a qualified college or university in a target program (see list above). Undergraduate students may be classified as freshman, sophomore, junior or senior for the Fall 2024 term to be eligible. Enrolled at any non-profit college or university in the United States accredited by the Council for Higher Education. All applicants must be full-time students with a “B” grade point average or above in their major. Applicants must be enrolled in school for the entire academic year (Fall 2024 and Spring 2025) without interruption barring illness, emergency, or military service. Scholarship awards cannot be used for study abroad programs/semesters or summer school. *Please note, eligibility requirements are subject to change. Scholarship Questions? For scholarship questions, please contact Donna Varner, Executive Director, at 704-676-1190 or email dvarner@mhi.org. Interested in Contributing to the Liz Richards Scholarship Fund? If you would like to help promote the material handling industry by contributing to the Liz Richards Scholarship Fund, click here. Any amount you contribute is tax deductible and will be appreciated and acknowledged.
Do you have information rot?
Every organization we’ve worked with has reams of consumer feedback. Often it is utilized to make critical decisions. Sometimes, it’s not. Sometimes, the feedback itself becomes the exercise, where study after study is created multiple times a year, and the insights are simply shared across the organization – nothing more. While customer insight collection is one thing, how companies analyze it is another. Even though we do relentless collection, leaders overlook the fact that consumer stories and insights are subject to decay. Generally, the useful half-life of information is approximately one month. If you gather 1000 stories from consumers, only about 500 will retain their usefulness and actionability after a month. The remaining 500 stories will become outdated and irrelevant as situations evolve and contexts shift. This means that interventions and actions based on perishable data need to be timely. We all have encountered this phenomenon at some point in our lives. Perhaps you observed something about a friend but hesitated to share it, and after some time, the observation lost its significance or relevance. Similarly, we might have a half-drafted email that lingers too long, prompting us to eventually delete it. When companies conduct consumer research, they gather data on their preferences and purchasing habits. This is also subject to decay. As consumer preferences change over time and new trends emerge, the insights collected in previous months or years may no longer be accurate or helpful in making strategic decisions. Recognizing the impermanence and rot of information is crucial, and to mitigate it, you don’t need more studies, but disintermediation. Disintermediation involves removing intermediaries, layers of judgment, and interpretative elements that separate the current state from decision-makers. This process fosters more direct connections between context and decision-makers, allowing for better-informed choices and better responsiveness to changing needs. Consumer problems don’t sit still and wait for solutions, they continuously evolve. This necessitates a more adaptive, fluid, and iterative approach to identifying and responding to consumer needs, where decision-makers must engage directly with the issue, observe patterns and behaviors that emerge, and respond accordingly. Retired General Stanley McChrystal noted a great perspective on the intricacies of changing situations: “For a soldier trained at West Point as an engineer, the idea that a problem has different solutions on different days was fundamentally disturbing. Yet that was the case.” Think of it like surfing or snowboarding, where one must remain vigilant and responsive to ever-changing conditions.As leaders, we need to get out of the old pattern of periodically collecting data and insights, and slowly disseminating it across the organization, hoping change will appear. Instead, we need to focus on shifting our organization’s habits and behaviors towards a fluid, adaptive, and time-bound approach to gathering and responding to consumers’ needs. Otherwise, we’ll just keep collecting a lot of insights that will eventually rot. About the Author: Andrea Belk Olson is a keynote speaker, author, differentiation strategist, behavioral scientist, and customer-centricity expert.As the CEO of Pragmadik, she helps organizations of all sizes, from small businesses to Fortune 500, and has served as an outside consultant for EY and McKinsey. Andrea is the author of three books, including her most recent, What To Ask: How To Learn What Customers Need but Don’t Tell You, released in June 2022. She is a 4-time ADDY® award winner and host of the popular Customer Mission podcast. Her thoughts have been continually featured in news sources such as Chief Executive Magazine, Entrepreneur Magazine, Harvard Business Review, Rotman Magazine, World Economic Forum, and more. Andrea is a sought-after speaker at conferences and corporate events throughout the world. She is a visiting lecturer and startup coach at the University of Iowa, a TEDx presenter, and TEDx speaker coach. She is also an instructor at the University of Iowa Venture School. More information is also available on www.pragmadik.com and www.andreabelkolson.com.
ARA’s quarterly forecast shows increased optimism, slower growth and resilient markets
Rental revenue projections increase in U.S. and Canada heading into 2024 In its updated forecast, the American Rental Association (ARA) indicates that United States equipment rental industry’s growth will soften but still grow. Last quarter, the year-over-year growth was expected to be 7.6% in 2023 and 3.1% in 2024. The most current projections indicate 11.8% growth in 2023 totaling $71.5 billion in construction and general tool rental revenue. As for 2024, a 7.1% revenue increase is now expected. This forecast includes both traditional and specialty as the new industry measure. Last quarter the association corrected the forecast that underestimated non-residential construction spending by at least 20% and ‘specialty rental’ in overall rental revenues. “We are more bullish this quarter than last quarter,” says Scott Hazelton, managing director at S&P Global. “We are seeing a decent uptick with inflation moderating and our projections are relatively similar — stagnant but strong. It’s important to note that there will be more growth in construction and industrial equipment (CIE) than in general tool.” Earlier in the year, the forecast predicted a recession that did not materialize. While the first two quarters of the year proved slow, third quarter revenues are very strong, and the quarter four projections appear that way as well. “The biggest change is in the general tool revenue projection,” Hazelton says. “This is probably a function of timing with manufacturing strikes and that the housing market has been more resilient than we thought it would be. People are renovating homes because they are staying in them and home values are trending upwards so there is incentive to invest in their homes.” Canadian equipment rental revenue growth is higher in 2023 compared to last quarter’s projections due to inflation and resilient demand. The CIE outlook in Canada is slower growth with strong levels of activity in 2024, that is a 3.7% revenue increase, making it a $4.5 billion industry with stronger growth anticipated in outbound years, a 7.2% revenue increase in 2025 and 5.7% in 2026. There are some very real issues with Canada’s housing market and that is the primary cause of the revenue decline in 2023, totaling $971 million. In 2024, the projected general tool revenue will total $963 million, a 0.9% decline from 2023. ARA’s quarterly member survey showed conflicting results amongst members with half of respondents saying they expect to see a revenue increase in quarter four and half expecting a revenue decrease. This quarter there was also an increase in members who believe the situation for business is more stagnant. For more in-depth economic data, visit www.ARArental.org/ara-rentalytics, to learn more about RentalyticsTM.
American Staffing Association celebrates National Apprenticeship Week
The American Staffing Association celebrates the start of National Apprenticeship Week. “Apprenticeships are a commonsense, cost-effective way for job seekers to learn the skills they need to fill the most in-demand jobs in the labor market,” said Richard Wahlquist, chief executive officer at ASA. “Apprenticeships provide job seekers with unique opportunities to earn while they learn skills that can lead to good-paying careers. “Every year, staffing firms around the country connect job seekers with unique apprenticeship opportunities in sectors all across the labor market. “Our country continues to face a skills gap crisis. Right now, there are 1.5 job openings for every unemployed person in this country. If our nation wants to successfully train the workforces of today and tomorrow, it is imperative that we expand access to apprenticeships.”
September 2023 Manufacturing Technology Orders down and still above historical averages
New orders of manufacturing technology totaled $398.9 million in September 2023, according to the latest U.S. Manufacturing Technology Orders Report published by AMT – The Association For Manufacturing Technology. September orders declined 2.8% from August 2023 and 23.4% from September 2022. Year-to-date orders reached $3.64 billion, 13.8% lower than the first three quarters of 2022. “Though 2023 orders are down, activity is still above long-term historical averages, indicating relative health overall,”said Douglas K. Woods, president of AMT. “We are still seeing strength in key industries, with contract machine shops, medical, and automotive continuing to invest heavily in manufacturing technology.” Contract machine shops increased order value by nearly a third while units ordered grew by a much smaller degree. Similarly, manufacturers of medical supplies dramatically increased their overall spending. The automotive sector also continued to increase orders. Because of the longer production horizon as well as a sustained increase in demand for new vehicles, automotive manufacturers made capital spending investments despite labor challenges. “The disparity in manufacturing technology investment across industries indicates that not all are paring back capital spending at once,” said Woods. “Industries that are spending healthily on manufacturing tech appear to be shifting expenditures toward highly automated machinery as evidenced by rising per-unit values.” Though year-to-date orders have declined compared to a strong 2022, order levels are above historical averages, and there are pockets of strength in several industries. “Industries supported by high consumer demand and benefiting from long production timelines continued to be reliable customers of manufacturing technology,” said Woods. “We are detecting a shift in capital goods investment toward improving productivity through adoption of manufacturing technology automation.”
61 New Food and Beverage Industry Planned Projects Continue Downward Slide
Industrial SalesLeads announced the October 2023 results for the new planned capital project spending report for the Food and Beverage industry. The Firm tracks North American planned industrial capital project activity; including facility expansions, new plant construction, and significant equipment modernization projects. Research confirms 61 new projects in the Food and Beverage sector. The following are selected highlights on new Food and Beverage industry construction news. Food and Beverage Project Type Processing Facilities – 33 New Projects Distribution and Industrial Warehouse – 34 New Projects Food and Beverage Project Scope/Activity New Construction – 27 New Projects Expansion – 25 New Projects Renovations/Equipment Upgrades – 17 New Projects Plant Closing – 1 New Project Food and Beverage Project Location (Top 10 States) California – 7 New York – 6 Texas – 5 Kentucky – 4 South Carolina – 4 Michigan – 3 North Carolina – 3 Wisconsin – 3 Arizona – 2 Florida – 2 Largest Planned Project During the month of October, our research team identified 5 new Food and Beverage facility construction projects with an estimated value of $100 million or more. The largest project is owned by Louis Dreyfus Company, who is planning to invest $500 million for the construction of a soybean processing plant in UPPER SANDUSKY, OH. Construction is expected to start in early 2024. Top 10 Tracked Food and Beverage Projects FLORIDA: Specialty food product MFR. is planning to invest $200 million for the construction of a 400,000 SF processing and distribution facility in ZEPHYRHILLS, FL. They are currently seeking approval for the project. Construction will occur in two phases, with completion slated for late 2024 and 2028 respectively. KENTUCKY: Snack food MFR. is planning to invest $137 million for the renovation and equipment upgrades on a 434,000 SF processing and distribution facility at 1391 Dixie Hwy. in LOUISVILLE, KY. They are currently seeking approval for the project. Completion is slated for Fall 2024. NEW YORK: Produce company is planning to invest $95 million for the construction of a 1.3 million SF warehouse and greenhouse facility at 5222 Junction Rd. in LOCKPORT, NY. They are currently seeking approval for the project. INDIANA: Restaurant chain is planning to invest $74 million for the construction of a processing and warehouse facility on Miami Trail in CHARLESTOWN, IN. They are currently seeking approval for the project. Completion is slated for 2025. NEW JERSEY: Foodservice distributor is planning to invest $29 million for the expansion of their distribution center at 301 Heron Dr Swedesboro in SWEDESBORO, NJ by 141,000 SF. Construction is expected to start in late 2023, with completion slated for late 2024. CALIFORNIA: Global retail chain is planning for the construction of a 900,000 SF distribution center in STOCKTON, CA. They are currently seeking approval for the project. Completion is slated for 2026. PENNSYLVANIA: Snack food MFR. has recently agreed to pre-lease a 650,000 SF distribution center in HANOVER, PA. They will relocate a portion of their operations upon completion in early 2025. TEXAS: Specialty food product MFR. is planning to invest $15 million for the construction of a 77,000 SF processing facility at 696 E. Owassa Rd. in SAN JUAN, TX. Construction is expected to start in late 2023, with completion slated for Summer 2025. MISSISSIPPI: Beverage development company is planning to invest $10 million for the construction of a 50,000 SF processing, warehouse, and laboratory facility in COLUMBUS, MS. Construction is expected to start in early 2024, with completion slated for early 2025. CALIFORNIA: Agricultural co-operative is planning for the expansion of their processing facility at 1300 N Washington Rd. in TURLOCK, CA by 100,000 SF. They have recently received approval for the project. About Industrial SalesLeads, Inc. Since 1959, Industrial SalesLeads, based in Jacksonville, FL is a leader in delivering industrial capital project intelligence and prospecting services for sales and marketing teams to ensure a predictable and scalable pipeline. Our Industrial Market Intelligence identifies timely insights on companies planning significant capital investments such as new construction, expansion, relocation, equipment modernization and plant closings in industrial facilities. The Outsourced Prospecting Services, an extension to your sales team, is designed to drive growth with qualified meetings and appointments for your internal sales team. Visit us at salesleadsinc.com.
210 New Distribution and Supply Chain Planned Industrial Projects Start Q4 2023 with Familiar Q3 Results
Industrial SalesLeads announced the October 2023 results for the new planned capital project spending report for the Distribution and Supply Chain industry. The Firm tracks North American planned industrial capital project activity; including facility expansions, new plant construction and significant equipment modernization projects. Research confirms 210 new projects in October, as compared to 212 in September. The following are selected highlights on new Distribution Center and Warehouse construction news. Distribution and Supply Chain – By Project Type Distribution/Fulfillment Centers – 24 New Projects Industrial Warehouse – 188 New Projects Distribution and Supply Chain- By Project Scope/Activity New Construction – 106 New Projects Expansion – 51 New Projects Renovations/Equipment Upgrades – 52 New Projects Closing – 8 New Projects Distribution and Supply Chain – By Project Location (Top 5 States) Texas – 17 California – 14 Florida – 14 New York – 14 Illinois – 13 Largest Planned Project During the month of October, our research team identified 6 new Distribution and Supply Chain facility construction projects with an estimated value of $100 million or more. The largest project is owned by Bauducco Foods, Inc., who is planning to invest $200 million for the construction of a 400,000 SF processing and distribution facility in ZEPHYRHILLS, FL. They are currently seeking approval for the project. Construction will occur in two phases, with completion slated for late 2024 and 2028 respectively. Top 10 Tracked Distribution and Supply Chain Project Opportunities OHIO: Battery recycling company is planning to invest $200 million for the expansion and equipment upgrades at their processing and warehouse facility in LANCASTER, OH. They have recently received approval for the project. ILLINOIS: Plastic resin MFR. is planning to invest $180 million for the construction of a 1.3 million SF warehouse complex on Orchard Road in MONTGOMERY, IL. They are currently seeking approval for the project. Construction will occur in 3 phases. KENTUCKY: Snack food MFR. is planning to invest $137 million for the renovation and equipment upgrades on a 434,000 SF processing and distribution facility at 1391 Dixie Hwy. in LOUISVILLE, KY. They are currently seeking approval for the project. Completion is slated for Fall 2024. ARKANSAS: Discount retail chain is planning to invest $100 million for the renovation and equipment upgrades on their 850,000 SF distribution center in WEST MEMPHIS, AR. Completion is slated for Fall 2024. SOUTH CAROLINA: Beverage distributor is planning to invest $100 million for the expansion of their processing and distribution facility in MOORE, SC. They are currently seeking approval for the project. Completion is slated for 2027. NEW YORK: Produce company is planning to invest $95 million for the construction of a 1.3 million sf warehouse and greenhouse facility at 5222 Junction Rd. in LOCKPORT, NY. They are currently seeking approval for the project. WISCONSIN: Biotechnology company is planning to invest $85 million for the expansion of their processing, warehouse, and office facility at 8402 Excelsior Dr. in MADISON, WI. They are currently seeking approval for the project and will relocate a portion of their operations upon completion. INDIANA: Restaurant chain is planning to invest $74 million for the construction of a processing and warehouse facility on Miami Trail in CHARLESTOWN, IN. They are currently seeking approval for the project. Completion is slated for 2025. TENNESSEE: Biotechnology company is planning to invest $65 million for the expansion and equipment upgrades of their processing and warehouse facility in NASHVILLE, TN. They have recently received approval for the project. ILLINOIS: Industrial components mfr. is planning to invest $50 million for a 200,000 SF expansion and equipment upgrades on their manufacturing, warehouse, and office facility in LAKE ZURICH, IL. They are currently seeking approval for the project. About Industrial SalesLeads, Inc. Since 1959, Industrial SalesLeads, based in Jacksonville, FL is a leader in delivering industrial capital project intelligence and prospecting services for sales and marketing teams to ensure a predictable and scalable pipeline. Our Industrial Market Intelligence identifies timely insights on companies planning significant capital investments such as new construction, expansion, relocation, equipment modernization and plant closings in industrial facilities. The Outsourced Prospecting Services, an extension to your sales team, is designed to drive growth with qualified meetings and appointments for your internal sales team. Visit us at salesleadsinc.com.